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62. Roberto works in a restaurant clearing tables after customers are done with their
meals. His boss has just told him that he will now also be responsible for helping to seat
customers as they come in to the restaurant, along with his regular duties. This is an
example of ______.
a. job simplification
b. job enrichment
c. job rotation
d. job enlargement
63. ______ involves performing different jobs in some sequence, each one for a set
period.
a. Job enrichment
b. Job enlargement
c. Job rotation
d. Job simplification
64. Janelle works for a large retail store. On Mondays and Tuesdays, she works in the
garden section. On Wednesdays and Thursdays, she works in sporting goods. On
Fridays, she works a register. This is an example of ______.
a. job enrichment
b. job simplification
c. job rotation
d. job enlargement
65. Which of the following is NOT a step in the process of job simplification?
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a. change sequence
b. rotate
c. eliminate
d. combine
66. Aiko is a cashier at Best Buy. Her manager decides to have her trained to work on
the floor, helping customers find what they need, in case the store is short-staffed on
the floor. This is an example of ______.
a. job simplification
b. cross-training
c. job enrichment
d. changing the sequence of tasks
67. One goal of ______ is to increase employee engagement, thus increasing job
satisfaction and productivity.
a. job enrichment
b. job enlargement
c. job rotation
d. job simplification
68. Allie is a cashier at a grocery store. Her boss has decided to delegate to her the
task of creating the weekly schedule for the cashiers, along with her regular duties. He
stated that he wanted to challenge her and make her job more interesting, as she learns
to balance the number of cashiers available with the flow of customers. This is an
example of ______.
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a. job simplification
b. job enrichment
c. job rotation
d. job enlargement
69. Which of the following flexible work arrangements involves giving employees the
freedom to select their working hours within certain hours?
a. flextime
b. compressed work week
c. swing shifts
d. job sharing
70. Francesco is redesigning jobs for his organization. In doing so, he is trying to make
employees’ jobs more interesting and motivating by focusing on several core job
dimensions, the employees’ critical psychological traits, and their interest in having their
jobs enriched. Francesco appears to be basing his job redesign efforts on the principles
of the ______.
a. job content method
b. job characteristics model
c. critical job model
d. critical content method
71. Daniela is a member of a team at a company that handles promotions for minor-
league baseball clubs. Daniela’s manager has been redesigning her team members’
jobs in an effort to increase productivity. The manager has also provided Daniela’s team
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with a new strategy for the coming season and is currently interviewing candidates to
replace a team member who recently left the company. On what type of team is Daniela
most likely working?
a. workgroup
b. independent
c. self-managed
d. integrated
72. Zach is part of a team that does not have a designated manager; the team plans,
organizes, leads, and controls to achieve its goal. Zach’s team members commonly
elect their own members and evaluate each other. On what type of team is Zach most
likely working?
a. independent
b. self-managed
c. integrated
d. workgroup
73. When prioritizing, the objective is to first accomplish the tasks that ______.
a. are the easiest to complete
b. can be completed quickly
c. are the most important
d. are due soonest
74. After creating a to-do list and assigning priorities, how should tasks be carried out so
as to avoid errors and save time?
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a. Work from lowest priority to highest.
b. Focus on one task at a time.
c. Try to finish multiple tasks with the same action.
d. All tasks should be delegated.
75. Which of the following is NOT a priority-determination question?
a. Do I need to be personally involved because of my unique knowledge or skills?
b. Is the task my responsibility, or will it affect the performance or finances of my
department?
c. When is the deadline—is quick action needed?
d. Can the task be delegated?
76. At the beginning of a new project, Edward creates a to-do list for his project team for
the entire length of the project, laminates it, and posts it on the wall for all to see. What
is wrong with this decision?
a. People from different teams can see the list.
b. The to-do list needs to be updated often for new tasks and reprioritization.
c. The team was not instructed on what tasks to focus on.
d. The to-do list should be sorted based on departmentalization.
77. In terms of prioritization and the to-do list, how can one avoid the tendency to put off
a high-priority task to work on a lower-level one?
a. Look for ways to complete a high-level and a low-level task simultaneously.
b. If the high-priority task becomes too much, delegate it to someone else.
c. Add and prioritize new tasks as they come up.
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d. Ignore new tasks until the current high-priority task is complete.
78. All of the following are benefits of delegating, EXCEPT ______.
a. managers have more time to perform high-priority tasks
b. delegation improves employee self-esteem
c. delegation enriches jobs
d. delegation decreases the number of medium-priority tasks
79. ______ is the process of assigning responsibility and authority for accomplishing
objectives.
a. Commanding
b. Managing
c. Delegating
d. Directing
80. Telling employees to perform tasks that are a part of their job design is ______.
a. delegating
b. issuing orders
c. prioritizing
d. the chain of command
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81. Which of the following is NOT a reason an employee should be informed of the
need and reason for delegation of a task?
a. to help the employee avoid procrastination
b. to make them feel valued
c. to make an employee aware of how they can benefit from the assignment
d. to help the employee understand why the assignment must be completed
82. A manager should determine the amount of autonomy he or she gives an employee
to develop a plan to accomplish a delegated task based on the employee’s ______.
a. willingness
b. trustworthiness
c. seniority
d. capability level
83. When is a deadline without control checkpoints appropriate?
a. dynamic tasks that change frequently
b. simple, short tasks
c. lengthy tasks
d. low-priority tasks
84. When should a plan be developed in the delegation process?
a. after explaining the need for delegation and the reasons for selecting the employee
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b. before setting objectives that define responsibility, level of authority, and a deadline
c. after setting objectives that define responsibility, level of authority, and a deadline
d. before explaining the need for delegation and the reasons for selecting the employee
85. The following are common obstacles to delegation, EXCEPT ______.
a. managers believing that they can be more efficient than others
b. managers believing that an employee will fail to accomplish a task
c. managers don’t have enough time to delegate
d. managers that fear that an employee will show them up
86. Which of the following correctly orders the delegation process?
a. Set objectives, explain the need, establish controls, and develop a plan.
b. Set objectives, develop a plan, explain the need, and establish controls.
c. Explain the need, establish controls, set objectives, and develop a plan.
d. Explain the need, set objectives, develop a plan, and establish controls.
87. ______ is/are helping to flatten organizational structures through decentralized
decision-making at multiple levels in the organizational hierarchy.
a. State-owned enterprises
b. Big data
c. Mechanistic systems
d. Formal authority
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True/False
1. Most companies are either clearly organic or mechanistic, with relatively few in the
middle ground between the two extremes.
2. Generally, the larger the firm, the more mechanistic it becomes.
3. Mechanistic organizations tend to be flatter.
4. Organic organizations have a greater division of labor than mechanistic
organizations.
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5. Informal authority is common in mechanistic organizations, whereas formal authority
is more accepted in organic organizations.
6. The major distinction between centralized authority and decentralized authority lies in
who makes important decisions.
7. Line authority is the responsibility to advise and assist other personnel.
8. People with full authority may consult their bosses for advice.
9. Committees are often given authority to recommend.
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10. Internal departmentalization approaches include product, customer, or territory
departmentalization.
11. Companies with multiple products commonly use customer departmentalization.
12. An organization chart shows the informal authority structure of an organization.
13. Divisional structure is common for large, complex global businesses that offer
related goods and services.
14. Companies with unrelated diversified business units use the matrix structure.
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15. The ability of multinational corporations to adapt to environmental changes can be
slowed down by the features of a mechanistic bureaucracy.
16. Multiple departmentalization is the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical, contemporary
measures of performance, such as cost, quality, service, and speed.
17. Job design affects job satisfaction and productivity.
18. One problem with job simplification is that it almost always results in a job that is
more repetitive and boring than it was before it was simplified.
19. Job enrichment is based on the organizing principle of division of labor and Taylor’s
scientific management principles.
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20. A current trend in job design is to give employees reduced job autonomy.
21. One way to enrich jobs is for managers to delegate more responsibility to
employees to make a job satisfying.
22. Terrance, who owns a service station, just told one of his mechanics to start working
on the customer’s vehicle. This is not delegating.
23. Prioritized to-do lists should be updated often and new tasks should be added.
24. It’s a good idea to delegate tasks that you, personally, aren’t skilled at doing.
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25. When delegating, it’s important to delegate tasks quickly and avoid giving
employees lots of details so as to avoid micromanaging.
26. When delegating, it’s ok to frequently check employee progress if the employee
really needs you to do so.
Essay
1. Give one example in which a mechanistic structure would thrive and one example in
which an organic structure would thrive.
2. Explain the difference between flat and tall organizations.
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3. Describe the relationship between authority and power.
4. How does informal authority develop?
5. Describe the relationship between scope of authority and accountability.
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6. Describe the relationship between line and staff authority.
7. List and describe the four major aspects of an organization chart.
8. Give an example of and discuss both internal departmentalization and external
departmentalization.
9. Discuss the nature of matrix departmentalization, including its advantages and
disadvantages.
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10. Explain the difference between divisional departmentalization and a conglomerate
structure.
11. What is the purpose of job rotation?
12. Explain the difference between job simplification and job expansion.
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13. What are the three priority-determination questions?
14. What are the four steps in the delegation process?